【摘要】：根據(jù)清科研究中心公布的數(shù)據(jù)顯示,2012年，中國企業(yè)海外并購交易金額高達298億美元，“中國制造”在成功嵌入全球生產(chǎn)鏈后,“中國資本”也開始在國際資源配置和國際分工體系中發(fā)揮日益重要的作用。伴隨著中國企業(yè)在國際直接投資中的地位和作用不斷上升，并購失敗案例也迅速增加。2010年，我國企業(yè)跨國并購的失敗率高達11%。并購成功的企業(yè)由于后續(xù)的整合、管理等各種問題，企業(yè)的競爭力和盈利能力能否得到提高、實現(xiàn)并購的最優(yōu)效應也有待考證。不可否認,中國企業(yè)在跨國并購領域還處于起步階段，在資金、技術、管理等各個方面與發(fā)達國家企業(yè)存在較大差距，在跨國并購的過程中存在諸多問題。而作為世界上最大的食品制造商，雀巢公司自1867年成立以來已經(jīng)進行了近百次跨國并購，，公司旗下一半以上的知名品牌都是通過兼并與收購獲得的，可謂是跨國并購領域里的鼻祖。本文以雀巢公司跨國并購的歷程為背景，綜合運用文獻歸納、案例分析、對比分析等多種研究方法，深入探究雀巢公司跨國并購成功的原因與經(jīng)驗，努力探尋跨國并購成功的必要條件，并通過與雀巢公司的對比，找出我國企業(yè)在跨國并購中存在的不足，提出相應的意見建議，包括并購前確定清晰的戰(zhàn)略目標、加強并購后管理制度的融合與改進、加強并購后企業(yè)文化的整合、加強并購后人員的整合與人才的培養(yǎng)、積極實行本土化戰(zhàn)略、注重研發(fā)和技術創(chuàng)新等。這些成功經(jīng)驗具有一定的普適性，可以為我國企業(yè)的跨國并購行為提供參考與借鑒，對于降低跨國并購的風險，提高跨國并購的成功幾率有著十分重要的意義。
[Abstract]:According to data released by the Qingke Research Center, overseas mergers and acquisitions by Chinese companies amounted to US $29.8 billion in 2012, and "made in China" was successfully embedded in the global production chain. Chinese capital has also begun to play an increasingly important role in international resource allocation and international division of labor. With the increasing status and role of Chinese enterprises in international direct investment, the failure cases of M & A also increased rapidly. In 2010, the failure rate of cross-border M & A of Chinese enterprises was as high as 11.1%. Due to the following problems such as integration, management and so on, the competitiveness and profitability of successful M & A enterprises can be improved, and the optimal effect of M & A needs to be verified. There is no denying that Chinese enterprises are still in the initial stage in the field of cross-border M & A, and there are many problems in the process of cross-border M & A, such as capital, technology, management and so on. As the world's largest food manufacturer, Nestl 茅 has made nearly 100 cross-border mergers and acquisitions since its establishment in 1867. More than half of its well-known brands have been acquired through mergers and acquisitions. It can be said that cross-border mergers and acquisitions in the field of the ancestor. Based on the history of Nestle Company's cross-border M & A, this paper makes comprehensive use of literature induction, case analysis, comparative analysis and other research methods to explore the reasons and experiences of Nestl 茅 company's success in cross-border M & A. Try to explore the necessary conditions for the success of cross-border M & A, and through the comparison with Nestle Company, find out the shortcomings of Chinese enterprises in cross-border M & A, and put forward corresponding suggestions, including defining clear strategic objectives before M & A. Strengthen the amalgamation and improvement of the management system after M & A, strengthen the integration of corporate culture after M & A, strengthen the integration of personnel and personnel training after M & A, carry out the localization strategy actively, pay attention to R & D and technological innovation, etc. These successful experiences have a certain universality and can provide reference and reference for the transnational M & A behavior of Chinese enterprises. It is of great significance to reduce the risk of cross-border M & A and to improve the probability of success of cross-border M & A.
【學位授予單位】：首都經(jīng)濟貿(mào)易大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F416.82;F271

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